The impact of organizational learning and leadership style on managerial innovation; on the perspective of cultural diversity: a study of the Qatari Ministry of Interior

Qatar's determination and strong will to march forward has benefitted many expatriates from other nations in their attempt to seek greener pastures and job opportunities. Qatar, a small country in the Middle East, is leaping forward with continuous, rapid development and progress. It has been able to provide tremendous job opportunities to people from all over the world. With this particular reason, Qatar's rapid population growth from 1997, and more markedly after the census of 2004, has led to widespread cultural diversity in the country. The diversity is so extreme that according to the statistics of economically active population of 2009, it resulted in an extremely disproportionate rise in the non-Qatari economically active population that peaked at 94.39 per cent, compared to a mere 05.61 percent rise in Qatari nationals (Qatar Statistics Authority, 2009). The Qatari economy is comprised by 0.5 percent of Qatari nationals and 99.5 percent of non-Qatari workforce in the private sector employment. Even in Government departments of Qatar, 42 percent of employees consist of expatriates from other countries (Qatar Statistics Authority, 2009). The question is not the tremendous rise in non-Qatari population or their employment as compared to Qatari nationals, but the issue pertains to the management of the ever- increasing diversity and the resulting issues of security and peace of the nation and its people. Diversity problems are multifarious in nature, and include differences in ethnicities, language, culture, religion, beliefs, customs, habits, etc. These problems need to be dealt with at the leadership levels of the Government of Qatar, with particular reference to Qatar's four principles of strategy, namely: (1) human resources, (2) adapting to financial and technical development, (3) general security, and (4) relations with the community. This study is therefore aimed at investigating the key factors related to organizational learning and leadership style that can impact managerial innovation in the Ministry of Interior (MOl) of the Qatar Government, with particular reference to the cultural diversity that is prevalent in the various government departments of Qatar. This study is also aimed at assessing the need for any transformation that may suit the best interests of the nation, its people and the workforce. In order to achieve such aims, this study entailed an extensive review of extant literature relevant to the issue of the cultural diversity, its pros and cons, advantages and disadvantages, management aspects, leadership, knowledge management, impact of organisational learning and leadership style, requirements of leadership ,and managerial innovation. In addition, a combination of both quantitative and qualitative research methods was employed in this study. Data for this study were collected from Qatar MOl using cross- sectional methods including questionnaire and interview schedules. A total of 107 senior officers and 228 junior policemen and civilians were participated in the survey. Data analysis was carried out using SPSS17.0 for windows, using t-test and ANOVA. Results of the data analysis suggested a leaning towards autocratic as well as participative leadership styles, with a very small difference of opinions; whereas delegative leadership was almost rejected by the participants. Recommendations were made on the aspects of leadership, innovative management and organisational learning in order to achieve harmonious relations between the constituents of the culturally diverse workforce in the Qatari MOl, in the interest of security and welfare of the state and its people .